Change is the raison d'etre of alliance management. As Alliance Managers, we're constantly managing change. Whenever you embark upon any project involving change, whether it's onboarding a new partner or developing a new solution with an established partner, you are going to encounter "turbulence" - forces working against change. Your job as the Captain of Change is to navigate around the turbulence.
Turbulence is inevitable because people generally abhor change. A former manager of mine talks about "organizational antibodies" that rise up against change. The metaphor is apt, since antibodies are proteins in the immune system that neutralize foreign objects in the body. Organizational antibodies always rise up to neutralize any organizational change viewed as a threat to the status quo.
Seth Godin says it best:
People who fear they will be hurt by a change speak up immediately, loudly and without regard for the odds or reality. People who will benefit from a change don't believe it (until it happens), so they sit quietly. And that's why change in an organization is difficult.The best way to navigate around this turbulence is to get the "leading 10 percenters" on board first. These are your key influencers, stakeholders and floor leaders. They'll help you get to smoother waters by influencing the "hesitant middle". Sometimes you'll also have to proactively neutralize some of the most virulent antibodies (see my blog post on Toxic People). The most effective neutralizers tend to be facts, excellent execution and successful results.
Your role as Captain is to anticipate the turbulent seas, prepare your team and successfully navigate around (and sometimes through) the rough waters
Next post: Captains of Change - Part V: Making Course Corrections.
